This document discusses different approaches to management, referred to as Management 1.0, 2.0, and 3.0. Management 1.0 treats workers like machines and uses a command-and-control style. Management 2.0 recognizes people as the most important asset but still relies on hierarchy. Management 3.0 views the organization as a community where everyone contributes to success and managers focus on nurturing the system, not controlling people. The document advocates for empowering teams through delegation and distributing control throughout the organization. It discusses various levels of delegation and the importance of clear boundaries when delegating decisions.
Fundamental of Management (managers & management) NotesFellowBuddy.com
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Fundamental of Management (managers & management) NotesFellowBuddy.com
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
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# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
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Strategic leadership refers to a manager's potential to express a strategic vision for the organization, or a part of the organization, and to motivate and persuade others to acquire that vision. Strategic leadership can also be defined as utilizing strategy in the management of employees.
Leadership role is quite significant in change process. This presentation share a framework to manage change as a Leader.
Example are in local context of Pakistan, where framework is applicable in your context.
Management has been described as a social process involving responsibility for economical and effective planning & regulation of operation of an enterprise in the fulfillment of given purposes. It is a dynamic process consisting of various elements and activities. These activities are different from operative functions like marketing, finance, purchase etc. Rather these activities are common to each and every manger irrespective of his level or status.
According to Henry Fayol, “To manage is to forecast and plan, to organize, to command, & to control”. Whereas Luther Gullick has given a keyword ’POSDCORB’ where P stands for Planning, O for Organizing, S for Staffing, D for Directing, Co for Co-ordination, R for reporting & B for Budgeting. But the most widely accepted are functions of management given by KOONTZ and O’DONNEL i.e. Planning, Organizing, Staffing, Directing and Controlling
The idea on this presentation is largely drawn from the result of the research study commissioned by both the Financial Times and the Special Libraries Association (SLA) in 2013.
In order to apply the so called “modern leadership techniques”, it would be best to explore first and have a better understanding of the evolving value of information management in today’s society based on the facts that were the result of the study gathered by Financial Times and SLA.
Great leaders come in all shapes and sizes, genders and cultures, but they all possess many of the qualities I’ve highlighted in the Think Oak A to Z of Leadership Qualities
Building the High Performance Workforce (Part 1)G&A Partners
This two part series examines the HR trends driving today’s most engaged employees and the successful companies where they work. Follow the building process from talent selection, career development to employee engagement. Learn the strategies that high performing companies are implementing to win the talent revolution.
This webinar was posted on April 26, 2012 and presented by Jose Laurel, Director Client Advisory at G&A Partners.
Strategic leadership refers to a manager's potential to express a strategic vision for the organization, or a part of the organization, and to motivate and persuade others to acquire that vision. Strategic leadership can also be defined as utilizing strategy in the management of employees.
Leadership role is quite significant in change process. This presentation share a framework to manage change as a Leader.
Example are in local context of Pakistan, where framework is applicable in your context.
Management has been described as a social process involving responsibility for economical and effective planning & regulation of operation of an enterprise in the fulfillment of given purposes. It is a dynamic process consisting of various elements and activities. These activities are different from operative functions like marketing, finance, purchase etc. Rather these activities are common to each and every manger irrespective of his level or status.
According to Henry Fayol, “To manage is to forecast and plan, to organize, to command, & to control”. Whereas Luther Gullick has given a keyword ’POSDCORB’ where P stands for Planning, O for Organizing, S for Staffing, D for Directing, Co for Co-ordination, R for reporting & B for Budgeting. But the most widely accepted are functions of management given by KOONTZ and O’DONNEL i.e. Planning, Organizing, Staffing, Directing and Controlling
The idea on this presentation is largely drawn from the result of the research study commissioned by both the Financial Times and the Special Libraries Association (SLA) in 2013.
In order to apply the so called “modern leadership techniques”, it would be best to explore first and have a better understanding of the evolving value of information management in today’s society based on the facts that were the result of the study gathered by Financial Times and SLA.
Great leaders come in all shapes and sizes, genders and cultures, but they all possess many of the qualities I’ve highlighted in the Think Oak A to Z of Leadership Qualities
Building the High Performance Workforce (Part 1)G&A Partners
This two part series examines the HR trends driving today’s most engaged employees and the successful companies where they work. Follow the building process from talent selection, career development to employee engagement. Learn the strategies that high performing companies are implementing to win the talent revolution.
This webinar was posted on April 26, 2012 and presented by Jose Laurel, Director Client Advisory at G&A Partners.
Kyiv Project Management Day 2016 Дмитро Єфіменко: Практичне граблезнавство
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AOEconf17: Management 3.0 - the secret to happy, performing and motivated sel...AOE
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This material is for PGPSE / CSE students of AFTERSCHOOOL. PGPSE / CSE are free online programme - open for all - free for all - to promote entrepreneurship and social entrepreneurship PGPSE is for those who want to transform the world. It is different from MBA, BBA, CFA, CA,CS,ICWA and other traditional programmes. It is based on self certification and based on self learning and guidance by mentors. It is for those who want to be entrepreneurs and social changers. Let us work together. Our basic idea is that KNOWLEDGE IS FREE & AND SHARE IT WITH THE WORLD
Introduction to Management 3.0 : Presented by Ralph van RoosmalenoGuild .
Management 3.0 is a movement of innovation, leadership and management. Management 3.0 is redefining the definition of leadership with management as a group responsibility. It’s about working together to find the most efficient way for a business to achieve its goals while maintaining the happiness of workers as a priority.
Management 3.0 is a global management revolution that brings together thousands of project managers, mid-level managers, CEOs and entrepreneurs, developing solutions together, using games to encourage employee feedback and team collaboration.
Governance in an all-volunteer organizationTrina Isakson
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But what about when there are no staff?
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name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
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Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
2. These are the typical work-related
questions around the world:
• How can we motivate our workers?
• How can we change the organization’s culture?
• How can we change the mindset of managers?
• How can we get teams to take responsibility?
• How can we improve teamwork and collaboration?
• How can we get managers to trust their teams?
• How can we make the business more agile?
4. We get better, happier
organizations by changing
ourselves instead of others.
When people don’t focus on
improving themselves, is it
any wonder they’re always
complaining about each
other?
5. For many organizations,
a common practice is
that they are managed
like machines. We call
this Management 1.0. In
this style of
management, leaders
assume that
improvement of the
whole requires
monitoring, repairing,
and replacing the parts.
6. It was engineers who
developed scientific
management, the
command-and-control
style of leadership that
was quite successful in
the 20th century.
10. Command-oriented, low-
freedom management is
common because it’s
profitable, it requires less
effort, and most managers are
terrified of the alternative.
- Laszlo Bock, Work Rules!
14. In a Management 2.0 organization, everyone
recognizes that “people are the most valuable
assets” and that managers have to become “servant
leaders”. But, at the same time, managers prefer to
stick to the hierarchy.
15. How to deal with
middle/senior
managers and
colleagues in staff
functions is in all
likelihood the most
challenging issue you
will face in a
transformation.
- Frédéric Laloux,
Reinventing Organizations
17. Some people think of an organization as a
community or a city. You can do what you
want, as long as you allow the community
to benefit from your work. We call that
Management 3.0.
18. In a community or
city, everyone is
(partly) responsible
for contributing to
its success and a
few are responsible
for the whole.
19. Management is about human beings. Its task is to
make people capable of joint performance […].
Management is the critical, determining factor.
- Peter Drucker, Management Rev. Edition
20. Most creative workers don’t realize that they
are also responsible for management stuff.
Management is too important to leave to the
managers.
21. The only thing left to do
for managers is to grow
and nurture the whole
system.
22. Good idea: setting up an
internal crowdfunding
system that enables
innovation by any worker.
24. Management 3.0 is not
yet another
framework.
It is an ever-changing
collection of games,
tools, and practices to
help any worker to
manage the
organization. It is a way
of looking at work
systems.
25. Energize People: People are the most important
parts of an organization and managers must do all
they can to keep people active, creative, and
motivated.
1
26. Empower Teams: Teams can
self-organize, and this
requires empowerment,
authorization, and trust
from management.
2
27. Align Constraints:
Self-organization can lead
to anything, and it’s
therefore necessary to
protect people and shared
resources and to give
people a clear purpose and
defined goals.
3
28. Develop Competence:
Teams cannot achieve
their goals if team
members aren’t capable
enough, and managers
must therefore
contribute to the
development of
competence.
4
29. Grow Structure:
Many teams operate within
the context of a complex
organization, and thus it is
important to consider
structures that enhance
communication.
5
31. We can only improve worker happiness when
everyone feels responsible for management and
when managers learn to manage the system
instead of the people.
37. The English verb “to
manage” was originally
derived from the
Italian maneggiare, meaning
to handle and train horses.
- Kurtz and Snowden, “Bramble Bushes in a
Thicket”
http://www.researchgate.net/publication/237133296_Bramble_Bushes_in_a_Thicket_Narrative_and_the_intangibles_of_learning_networks
38. The Self-fulfilling
Prophecy Trap
People behave according to
how they are treated.
For example, when the
manager always changes
what people deliver, why
bother making it perfect?
Thus, quality of work goes
down, and the manager sees
confirmation that more
control is needed...
39. To Control or Not to
Control
Central control of a complex
system doesn’t work, because the
central node of a network cannot
possibly contain all information
that is needed to make good
decisions everywhere.
40. Each worker has only an incomplete mental model
of all the work. And the same goes for the
manager! That is why it’s best to distribute control
among everyone.
43. The Dictators
“Workers should be
empowered by
managers so that
they take on more
responsibilities, feel
more committed, and
be more engaged.
The managers decide
who is empowered,
and who is not.”
44. The Anarchists
“Workers are already
empowered by
default. Nobody is
needed to grant them
powers. There are no
managers, only
leaders. And they
inspire workers to
exercise the powers
they already have.”
45. Empowerment defined
empower /əmˈpou(ə)r/
1. (authority)
to give official authority or legal power to (by
legal or official means) / to invest with power
2. (ability)
to promote the self-actualization or influence
of /
to supply with an ability
47. “I help my team members with their ability
(empowerment) to manage our social media
marketing.”
48. Dictators know and understand only the first
meaning of the word empowerment (authority),
while anarchists favor only the second meaning
(ability). In most organizations, we need both.
49. We aim for a more
powerful system, not
better-controlled
people.
50. We aim for a more
powerful system, not
better-controlled
people.
(And besides, creative
workers cannot be
controlled anyway.)
53. The Accountability
Trap
Quite often, it only trickles
down.
In traditional organizations,
“superiors” seek fulfillment of
their own goals over the
fulfillment of others, and they
hold their “subordinates”
accountable without
acknowledging that they
themselves should be held
accountable for the success
and well-being of the workers.
54. Empowerment is a reflexive relationship between
two equal partners. We should replace superiors
and subordinates with control-givers and control-
takers.
55. Giving and Taking Control
Quite often, when managers delegate work to
people or teams, they don’t give them clear
boundaries of control.
56. A manager should make it perfectly clear
what the person’s or team’s level of control
is in a certain area.
57. Handing over control also works
the other way around because
of the reflexive relationship of
empowerment.
58. By distributing control in an
organization, we not only empower
workers, we also empower the
managers.
59. The expectation is that the
frontline teams do
everything, except for the
things they choose to push
upward.
- Frédéric Laloux, Reinventing Organizations
61. Delegation is not a binary thing. There
are more options than being a dictator
or an anarchist. The art of management
is in finding the right balance.
62. 1. Tell
You make a decision
for others and you
may explain your
motivation. A
discussion about it is
neither desired nor
assumed.
63. 2. Sell
You make a decision
for others but try to
convince them that
you made the right
choice, and you help
them feel involved.
64. 3. Consult
You ask for input
first, which you take
into consideration
before making a
decision that
respects people’s
opinions.
65. 4. Agree
You enter into a
discussion with
everyone involved,
and as a group you
reach consensus
about the decision.
66. 5. Advise
You will offer others
your opinion and
hope they listen to
your wise words, but
it will be their
decision, not yours.
67. 6. Inquire
You first leave it to
the others to decide,
and afterwards, you
ask them to convince
you of the wisdom of
their decision.
68. 7. Delegate
You leave the
decision to them and
you don’t even want
to know about
details that would
just clutter your
brain.
69. The 7 Levels of Delegation is a symmetrical
model.
It works in both directions.
70. Consult is the opposite of Advise.
The 7 Levels of Delegation is a symmetrical model.
It works in both directions.
71. The 7 Levels of Delegation is a symmetrical model.
It works in both directions.
Sell is the mirror of Inquire.
72. Dictators say, “You are not allowed to do anything except
what I authorize you to do.”
Anarchists say, “Go ahead, take whatever control you
want!”
The better choice is to say, “You can do what you want
except for the areas where I place some restrictions.”
74. Delegation levels are applied to key decision areas.
The “right” level of delegation is a balancing act. It
depends on a team’s maturity level and the impact
of its decisions. Delegation is context-dependent.
75. A delegation board enables management to clarify
delegation and foster empowerment for both management
and workers.
76. A delegation board gives managers “something to control”.
It is better that they push around the notes on a delegation
board rather than the people in their organization.
77. The
Micromanagement
Trap
Lack of delegation because
“it costs time”.
Delegation of control should be
seen as an investment. There is
a transaction cost involved,
and it may take a while to get
a return on such an
investment.
78. Delegation increases status, power,
and control. A system with distributed
control has a better chance of survival
than a system with centralized
control.
79. Want to work with your peers to solve
problems facing today's change management?
Learn to increase employee engagement at a
Management 3.0 workshop!
https://management30.com/events/
81. 81
Andrii Pavliukov / andrii@andriipavliukov.com
Andrii Pavliukov is licensed Management
3.0 trainer and Agile Coach at
andriipavliukov.com with many years of
experience working with and on variety
of organizations from small to enterprise
scale.The main focus of Andrii's trainings
is application of Agile Leadership
practices in different contexts